The communication consequences of downsizing trust, loyalty and commitment.
Tourish, Dennis; Hargie, Owen
Researchers have increasingly argued that much of mainstream management practice is characterized by the enthusiastic adoption of fads (for example, Shapiro, 1995; Jackson, 2001). Managers embark on radical programmes of restructuring that throw their organizations into turmoil, but which are often based on little or no evidence that they work (Newell et al., 2001). Indeed, research often discovers that far from having a benign or even neutral impact, many such initiatives inflict severe damage (see Chapter 7, for a fuller discussion of fads). Re-engineering is one of the best examples of a self-proclaimed revolutionary practice that failed in the overwhelming majority of cases where it has been implemented (Knights and Willmott, 2000).
TOURISH, D. and HARGIE, O., 2004. The communication consequences of downsizing trust, loyalty and commitment. In Tourish, D. and Hargie, O. (eds.) Key issues in organizational communication. London: Routledge [online], chapter 2, pages 17-36. Available from: https://doi.org/10.4324/9780203634394-8
|Publication Date||Sep 25, 2003|
|Deposit Date||Jul 16, 2008|
|Publicly Available Date||Jul 16, 2008|
|Publisher||Taylor & Francis (Routledge)|
|Book Title||Key issues in organizational communication|
|Chapter Number||Chapter 2|
|Keywords||Management; Organizational communication; Loyalty; Commitment|
TOURISH 2004 The communication consequences
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